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2007 - Developing culturally diverse organizations a par.pdf", "accessDate": "", "url": "", "note": "", "contentType": "application/pdf", "charset": "", "filename": "Sippola - 2007 - Developing culturally diverse organizations a par.pdf", "md5": null, "mtime": null, "tags": [], "relations": {}, "dateAdded": "2011-01-18T16:44:58Z", "dateModified": "2011-01-18T16:44:58Z" } }, { "key": "R743VJMA", "version": 1, "library": { "type": "group", "id": 35071, "name": "diversity in the workplace", "links": { "alternate": { "href": "https://www.zotero.org/groups/diversity_in_the_workplace", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/35071/items/R743VJMA", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/diversity_in_the_workplace/items/R743VJMA", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/35071/items/ZJTGH8BT", "type": "application/json" } }, "meta": { "createdByUser": { "id": 365349, "username": "hptgrad", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/hptgrad", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "R743VJMA", "version": 1, "parentItem": "ZJTGH8BT", "itemType": "note", "note": "

Location

\n

This was a longitudinal study conducted in Finland.

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Effectiveness

\n

It is widely acknowledged that the effective management of diversity implies
changes in mindsets, attitudes, behaviors, organizational practices, structure and
culture as well as in regulations, procedures and power relations (254)

\n

BK A great deal of discussion is held around the effectiveness of training.  There needs to be clarity around the goals of the training.  Often training is deemed ineffective, but no goals have been explicitly laid out.

\n

 

\n

If the training's objective is focused on individual-level development activities alone, it is argued to be unable to change culture, power  relations, structures, systems or processes. (257)

\n

More effective when it represents a more comprehensive and systemic approach to OD, towards changing workplace climate and culture and when coupled with changes in corporate HR policies, systems and practices to foster fairness issues. (258)

\n

Clear objectives for diversity in the organization and its meaning could for a solid base for development work. (269)

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Doesn't work

\n

traditional diversity and wquality initiatives fail because they are mostly top-down, planned and employer driven, presenting issues that are considered significant by the employer and not by the employee. (258)

\n

It is widely acknowledged that the effective management of diversity implies
changes in mindsets, attitudes, behaviors, organizational practices, structure and
culture as well as in regulations, procedures and power relations (265_

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Bottom-up development

\n

seen as useful in finding the desired new mindset and quickly translating it into specifc, new employee behaviours from their points of view. Ulrich as stated in Sippola (259)

\n

 

\n

Holitic approaches combine top-down and bottom-up approaches, but also side-to-side initiatives such as provess engineering. (259

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D", "lastName": "Johnson" }, { "creatorType": "author", "firstName": "D. A", "lastName": "Kravitz" } ], "abstractNote": "", "publicationTitle": "Equal Opportunities International", "publisher": "", "place": "", "date": "2008", "volume": "27", "issue": "6", "section": "", "partNumber": "", "partTitle": "", "pages": "559–565", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "Atypical diversity teaching and training conference yields unique blend of offerings", "language": "", "libraryCatalog": "Google Scholar", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [], "relations": {}, "dateAdded": "2011-01-18T16:44:58Z", "dateModified": "2011-01-18T16:44:58Z" } }, { "key": "7BHEX5VT", "version": 1, "library": { "type": "group", "id": 35071, "name": "diversity in the workplace", "links": { "alternate": { "href": "https://www.zotero.org/groups/diversity_in_the_workplace", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/35071/items/7BHEX5VT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/diversity_in_the_workplace/items/7BHEX5VT", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/35071/items/ZKDNZM93", "type": "application/json" } }, "meta": { "createdByUser": { "id": 365349, "username": "hptgrad", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/hptgrad", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "7BHEX5VT", "version": 1, "parentItem": "ZKDNZM93", "itemType": "attachment", "linkMode": "imported_file", "title": "how do people form behavioral intentions.pdf", "accessDate": "", "url": "", "note": "", "contentType": "application/pdf", "charset": "", "filename": "how do people form behavioral intentions.pdf", "md5": null, "mtime": null, "tags": [], "relations": {}, "dateAdded": "2011-01-18T16:44:58Z", "dateModified": "2011-01-18T16:44:58Z" } }, { "key": "ENUBXWRB", "version": 1, "library": { "type": "group", "id": 35071, "name": "diversity in the workplace", "links": { "alternate": { "href": "https://www.zotero.org/groups/diversity_in_the_workplace", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/35071/items/ENUBXWRB", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/diversity_in_the_workplace/items/ENUBXWRB", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/35071/items/ZJTGH8BT", "type": "application/json" } }, "meta": { "createdByUser": { "id": 365349, "username": "hptgrad", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/hptgrad", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "ENUBXWRB", "version": 1, "parentItem": "ZJTGH8BT", "itemType": "note", "note": "

what works...

\n

setting of goals with feedback and evaluation on its preofrees is said to guide and energize participants towards fully achieving them if ther are realistic and based on careful of assessment and revision. (258)

\n

That is why commitment, strategic support and involvement of top mangement and long-term resources are crucial for afundamental changes in addressing, for example, discrimatory practices. (258)

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What doesn/t work

\n

Almost half of the groups organizaed one-day educational events aimed at a part or the whole of an the organization, in which multiculturalism, interactions skills, intercultural communication issues or general information on immigrants and working lifes challenges were discussed.  Some groups ciricized that were inefficient in relation to their content and short time period suggesting more participative training. (263)

\n

Criticism was aimed at the lack of support and commitment from the management side, the lack of time and authority, coordinators' incompetence in offering consultancy assistance or outside pressures. (267)

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Packaged training

\n

ready-made package training too intensive as to its contents and therefore, inefficient, which supports earlier evidence that short-term and non-tailored training is not able to influence attitudes or behaviour, not to mention structures, culture or power relations. (267)

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Diversity in the courts add to bibliography

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Glover, D.(1995) Diversity in the courts: A guide for assessment and training.  Federal Judicial Center.

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http://ftp.resource.org/courts.gov/fjc/diversity.pdf

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Education programs are only one of several ways to address diversity concerns in the
courts. Diversity initiatives should not be limited to educational efforts. Even the most
well-planned diversity program cannot result in real change if enlightened managers and
employees return to a work environment that does not support their new behaviors.
However, education programs on managing diversity can be structured to help managers
assess and change policies and practices, so that the organizational culture promotes
diversity efforts. p.7

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